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A professional describes someone with high job skills and expert knowledge in their field. The term describes a person who is dedicated to their work and takes their responsibilities and roles seriously (Indeed Editorial Team, 2021). They possess professionalism, which encompasses excellent communication skills and work ethics.

What it means to be a people professional

A people professional is a person with the responsibility of managing an entity’s human resources. They are responsible for staff recruitment besides their training and development. They also administer benefits and payroll. The CIPD Professional Map posits that a people professional is an influencer and leader who partners with stakeholders to ensure that the entity’s people strategy aligns with the business strategy. People professionals are expected to follow values such as transparency and fairness to ensure that all employees are respectfully and equitably treated (Peters, 2020). This insinuates that people professionals should ensure that all employees access similar opportunities for development and growth ad that any disciplinary action is objectively and fairly taken. They should also ensure that the entity’s procedures and policies are clear and all employees easily understand them.

Additionally, they should demonstrate their commitment to the entity’s respect for diversity, ethical behaviour, and values (Peters, 2020). They should strive to develop an atmosphere where all employees are valued and respected regardless of their personal beliefs or background. The role of people professionals also dwells on providing strategic focus in people management. This enables the entity to attain its objectives.

References

Indeed Editorial Team. (2021). What Is a Professional? (Definition, Standards and Types). Indeed. Available at: https://ie.indeed.com/career-advice/career-development/what-is-professional

Peters, R. Why we call it the people profession. [online]. Available at: https://peopleprofession.cipd.org/insights/articles/why-people-profession#gref

The Chartered Institute of Personnel Development, CIPD, recognises the significance of effective grievance handling for employees and employers as follows;

Stress reduction

Handling grievances effectively could assist in reducing stress for employees and employers. When organisations effectively handle grievances on time, they can decrease anxiety and frustration feelings among employees (Consult HR, 2018). This could enable them to dwell on their tasks and roles and the employers to dwell on other core tasks.

Increased productivity

When organisations promptly handle grievances, they ensure that the employer maintains their work focus and productivity. Prompt grievance resolution also shows employees that the organisation takes their concerns seriously and values them (Consult HR, 2018). As a result, their motivation and engagement levels rise, leading to increased productivity. This can see them receive rewards, and the entity earns more profits.

Enhanced employee relations

Effective grievance handling is critical in assisting with the maintenance of healthy working associations between employees and employers. When organisations handle grievances fairly and timely, they show the employees that they respect their issues and take them seriously (Consult HR, 2018). This is vital in building trust between employees and employers. As a result, employee loyalty and engagement increase.

Consequences of not handling grievances effectively

Organisations’ failure to handle grievances effectively could result in expensive legal action being taken against the entity. This could encompass claims of constructive r unfair dismissal and discrimination, which could be highly expensive to defend. Additionally, ineffectively handled grievances could decrease employee morale, which could negatively affect productivity and performance. This could result in a general reduction in customer satisfaction and quality, adversely affecting the entity’s bottom line. Besides, I t could destroy the entity’s reputation, resulting in a decline in customer loyalty and trust (Consult HR, 2018). Hence, organisations need to implement effective ways of addressing their employees’ grievances while complying with the law to guard their financial well-being and reputation.

Reference

Consult HR. 2018. 10 Tips for effectively managing discipline and grievances in the workplace Retrieved 2, February, 2023 from https://www.consulthr.co.uk/10-top- tips-effectively-managing-discipline-grievances-workplace/nnbb

    Surveys

Surveys are a method that employers apply to gather feedback from their employees concerning their perspectives, opinions and experiences (Wilkinson et al., 2020). They could be applied in measuring employee engagement, collecting feedback about job satisfaction and identifying areas that require improvement.

Pros

Applying surveys in employee engagement measurement provides a chance to gather feedback from several people quickly, the ability to quantify feedback and trends identification, and the ability to get unbiased and honest feedback.

Cons

The disadvantages of using surveys to measure employee engagement encompass the potential for bias in the survey queries, the effort and time required for creating and administering the survey, besides the potential of the employees to feel their feedback is taken unserious (Wilkinson et al., 2020).

Suggestion schemes

Suggestion schemes refer to programs organisations design to encourage employees to air their ideas toward enhancing products and processes. They can be in the form of suggestion boxes. By giving a platform for the employees to give their perspectives and receive rewards for contributing toward the entity’s decisions, the schemes develop a sense of ownership and assist the employees in feeling engaged and valued (Ray, 2022).

Pros

One advantage of using suggestion schemes to improve employee engagement is that they could give a platform for the employees to share their feedback and ideas (Ray, 2022). They can assist in creating a collaborative atmosphere and give an avenue for the entities to be valued and feel heard.

Cons

Using suggestion schemes to improve employee engagement could be hard to ensure that all perspectives are fully assessed. It could take the managers much time to review the employees’ suggestions and ensure they properly implement them. Besides, employees could become disappointed if their opinions go unimplemented (Ray, 2022).

Team meetings

Team meetings are crucial to gather employees together and discuss common objectives and goals. They could be applied in fostering enhanced employee engagement by offering a forum for the employees to voice their ideas and opinions, besides developing solutions to challenges (Wilkinson et al., 2020).

Pros

Team meetings could be an excellent way to keep employees connected to their co-workers. Regular meetings assist in establishing trust and relationships between the team members. This could result in improved communication and increased productivity (Wilkinson et al., 2020).

Cons

Team meetings can be time-consuming. It could take up valuable time, which could be applied to tasks or project completion. Besides, team meetings could encompass difficulties in organising and keeping on track if the team is too big or if members are unprepared (Wilkinson et al., 2020).

References

Ray, L. 2022. Weighing the Pros & Cons of the Employee Suggestion Box. [online]. Available at: https://smallbusiness.chron.com/weighing-pros-cons-employee- suggestion-box-33254.html [Accessed 2 February 2023]

Wilkinson, A. et al. 2020. Handbook of research on employee voice. Edward Elgar Publishing. Available at:https://books.google.co.ke/books?hl=en&lr=&id=4yXsDwAAQBAJ&oi=fnd&pg=P R1&dq=employee+voice+and+engagement- +book&ots=7FTbTpX4gR&sig=KpqkySVPEY3iXz2zD-oGqLi7mQ4&redir_esc=y

Organizational structure refers to the formal system of authority, communication, and roles that determine how work is divided and coordinated within an organization. The Chartered Institute of Personnel and Development (CIPD) recognizes several types of organizational structure, including:

1. Hierarchical structure: This type of structure is characterized by a clear chain of command, with authority flowing from the top to the bottom of the organization. Hierarchical structures are often used in large organizations and are effective in ensuring that decisions are made quickly and efficiently. Strengths of this structure include clear lines of authority and good control over decision-making (Taylor, 2019). However, hierarchical structures can be bureaucratic and slow to respond to changing market conditions, and they can limit the ability of employees to take initiative.
2. Matrix structure: This type of structure combines elements of both hierarchical and functional structures, with individuals reporting to multiple managers based on their different roles. Matrix structures are often used in organizations that need to respond to complex projects, as they allow for flexible deployment of resources. Strengths of this structure include flexibility and the ability to respond to changing market conditions. However, it can lead to confusion over roles and responsibilities, and can create conflicts between managers with different priorities.
3. Flat structure: This type of structure is characterized by a minimal hierarchy and a lack of formal titles and positions. Flat structures are often used in small organizations and start-ups and are effective in promoting collaboration and innovation. Strengths of this structure include a flat organizational structure that allows for fast decision-making and a more direct connection between employees and senior management (Chión et al., 2020). However, flat structures can lead to confusion over roles and responsibilities, and can make it difficult to enforce accountability.
4. Functional structure: This type of structure is characterized by the grouping of individuals based on common skills, knowledge, or expertise. Functional structures are effective in organizations that require a high degree of specialization and are often used in technical or professional services organizations. Strengths of this structure include a clear division of labour, specialized expertise, and efficiency. However, functional structures can limit the ability of employees to work across different areas of the organization and can lead to a lack of collaboration and integration.

To determine the most appropriate organizational structure, organizations should consider their goals, culture, and available resources, and should be prepared to adapt their structure.

References

Chión, S.J., Charles, V. and Morales, J., 2020. The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing. Business Process Management Journal, 26(6), pp.1443-1472.

Taylor, S.P., 2019. Organisational structures. International Journal of Housing and Human Settlement Planning, 5(2), pp.28-33.

Both coaching and mentoring are similar in several ways:

1. Both focus on individual development: Coaching and mentoring both focus on the development of the individual, whether that be through building skills, improving performance, or addressing specific challenges.
2. Both involve a supportive relationship: Both coaching and mentoring involve a supportive relationship between the coach/mentor and the coachee/mentee, in which the coach/mentor provides guidance, support, and feedback.
3. Both require active participation from the coachee/mentee: Both coaching and mentoring require active participation from the coachee/mentee, who is responsible for setting goals, taking action, and reflecting on their progress.
4. Both aim to support personal and professional growth: Both coaching and mentoring aim to support personal and professional growth, helping individuals to achieve their goals and reach their full potential.

The main difference between coaching and mentoring is the focus of the relationship. Coaching tends to focus on specific performance goals and addressing specific challenges, while mentoring is more focused on longer-term personal and professional development. However, both approaches can be highly effective in helping individuals to grow and develop, and organizations are often best served by using a combination of both.

References

Al Hilali, K.S. et al. 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.

Koopman, R. et al. 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).

Developing leaders and managers is a critical aspect of organizational success. There are various approaches that organizations can take to achieve this, including classroom training, on-the-job learning, coaching and mentoring, action learning, and leadership development programmes. Each approach has its own strengths and weaknesses and can be tailored to meet the specific needs and goals of the organization (Sousa and Rocha, 2019). The choice of approach will depend on the desired outcomes, available resources, and the organizational culture.

1. Classroom training: This approach involves delivering theoretical and practical knowledge in a structured setting, typically led by an experienced trainer. Classroom training can provide a foundation of knowledge and skills, but may not be as effective in building practical experience.
2. On-the-job learning: This approach involves providing leaders and managers with real-world experience, allowing them to apply their knowledge and skills in real-life situations. On-the-job learning can be an effective way to build practical experience, but may not provide a comprehensive understanding of leadership and management principles.
3. Coaching and mentoring: This approach involves pairing leaders and managers with experienced mentors who can provide guidance and support (Moldoveanu and Narayandas, 2019). Coaching and mentoring can be an effective way to build practical experience, but may be limited in scope and not provide a comprehensive understanding of leadership and management principles.
4. Action learning: This approach involves leaders and managers working on real-life projects and challenges, allowing them to develop their skills in a practical, hands-on environment. Action learning can provide a comprehensive understanding of leadership and management principles, but may be limited by the scope of the projects available.
5. Leadership development programmes: This approach involves delivering a comprehensive and integrated leadership and management development programme, combining classroom training, on-the-job learning, coaching and mentoring, and action learning. This approach can provide a comprehensive understanding of leadership and management principles and build practical experience, but may be more resource-intensive than other approaches.

In conclusion, organizations have a range of options for developing their leaders and managers. The best approach will depend on the specific needs and goals of the organization, and may involve a combination of different approaches. Ultimately, a successful leadership and management development programme should provide a comprehensive understanding of leadership and management principles and build practical experience, and should be tailored to meet the specific needs and goals of the organization.

References

Moldoveanu, M. and Narayandas, D., 2019. The future of leadership development. Harvard business review, 97(2), pp.40-48.

Sousa, M.J. and Rocha, Á., 2019. Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, pp.360-366.

The following are some of the different ways of gathering and presenting reward intelligence:

1. Surveys: Surveys are a useful way to gather information about reward practices and preferences within an organization. Surveys can be designed to collect data on a wide range of topics, including employee satisfaction with their current rewards, preferences for types of rewards, and the perceived value of different rewards.
2. Market benchmarking: Market benchmarking involves comparing an organization’s rewards practices and compensation levels to those of similar organizations in the same industry or geographic area (Cappa et al. 2019). This information can be gathered from publicly available sources, such as industry reports, or through direct contact with other organizations.
3. Employee focus groups: Employee focus groups are a useful way to gather information about reward practices and preferences within an organization. During these sessions, employees are invited to discuss their views and opinions on a range of rewards-related topics.
4. Data analysis: Data analysis is a key component of reward intelligence gathering (Bıyık et al. 2022). By analysing compensation and benefits data, organizations can gain insights into their rewards practices, including the distribution of rewards and the impact of different rewards on employee engagement and motivation.
5. Presentation of findings: The findings of reward intelligence gathering efforts should be presented in a clear and concise manner, using a combination of visual aids, such as graphs and charts, and written summaries. The presentation should be designed to be easily accessible and understandable to all stakeholders, including employees, managers, and senior executives.

The key to success is to use a combination of these methods to gather a comprehensive picture of reward practices and preferences, and to present the findings in a clear and actionable manner that supports the development of effective compensation and benefits strategies.

References

Bıyık, E. et al. 2022. Learning reward functions from diverse sources of human feedback: Optimally integrating demonstrations and preferences. The International Journal of Robotics Research, 41(1), pp.45-67.

Cappa, F., Rosso, F. and Hayes, D., 2019. Monetary and social rewards for crowdsourcing. Sustainability, 11(10), p.2834.

The relationship between employee voice and organizational performance is complex and multi-faceted. Employee voice refers to the methods and channels through which employees can express their opinions, ideas and concerns to their employer, such as through employee surveys, suggestion boxes, and employee representative committees. The concept of employee voice is closely linked to employee engagement, as it provides employees with the opportunity to influence their workplace and contribute to decision-making processes. It is a critical component of employee engagement and can have a significant impact on organizational performance (Wilkinson et al. 2020). A workplace culture that values and encourages employee voice can lead to increased employee engagement, motivation, and commitment, which can translate into improved performance outcomes such as increased productivity, reduced absenteeism and turnover, and enhanced customer satisfaction. However, the relationship between employee voice and organizational performance is not always straightforward.

On the one hand, employee voice can have a positive impact on organizational performance. When employees feel heard and valued, they are more likely to be engaged, motivated, and committed to their work. This can lead to higher levels of productivity, lower levels of absenteeism and turnover, and improved customer satisfaction. Moreover, employees often bring a unique perspective to the workplace and can provide valuable insights into areas for improvement. By allowing employees to voice their opinions, organizations can benefit from new ideas and suggestions that can drive innovation and performance (Cheng et al. 2022). On the other hand, there are some potential negative effects of employee voice on organizational performance. If employees feel that their opinions are not being taken into account, or if they perceive that their input is not valued, this can lead to disengagement, low morale and reduced commitment. Additionally, the process of giving employees a voice can be time-consuming and resource-intensive, particularly if it involves consultation and decision-making processes.

While employee voice can have a positive impact on organizational performance, the relationship is complex and context-specific. To effectively leverage the benefits of employee voice, organizations need to create a supportive and inclusive workplace culture that values employee input and provides meaningful opportunities for employees to express their opinions. Additionally, organizations need to strike a balance between the potential benefits and costs of employee voice, and ensure that processes for consultation and decision-making are effective, efficient, and transparent.

References

Cheng, J., Bai, H. and Hu, C., 2022. The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment. Journal of Management & Organization, 28(1), pp.58-76.

Wilkinson, A., Barry, M. and Morrison, E., 2020. Toward an integration of research on employee voice. Human Resource Management Review, 30(1).